Nina SchmittTalent Management

About this book deutschenglish

The vaguely used term of talent management has lately pointed to an expansive attention within human resources. The central challenges, such as the alleged demographic risks, otherwise caused shortage of skilled workers, the dynamics and the internationalization of the markets, the „new“ migration or the increasing technologicalization have to be managed. The use of Talent Management in companies can successfully meet these challenges. Furthermore, Talent Management can make a major contribution to increasing the value of the company and thus also to securing the business location Germany.

After careful checking and examination of existing studies and publications on the subject, it is striking that the concept of talent management is neither uniformly applied nor that talent management is holistically conceived and implemented or interdisciplinary. This also corresponds to the frequently diffused concept of talent. In addition, there is a lack of critical discourse, because the themes of achievement, the consequences that come with the change in work or the requirements for professional transitions are not dealt with in this context. It is also almost unknown how German large companies implement talent management, what priorities they set or how they design individual elements for promoting talent in the sense of holisticness.

It has been shown that there are various factors influencing talent, and that talent management is a very large unit of work. Furthermore, the framework conditions were discussed, such as the goals, the tasks and the way in which the talent management was implemented.

As there is no holistic, interdisciplinary talent management concept, a concept has been developed for this thesis, comparing the concepts of seven example companies. It turned out that none of the sample companies examined implemented a holistic interdisciplinary talent management concept. On the basis of the results available, recommendations for action and further desiderata were suggested, such as the question of whether technology-affine companies have been able to use the instrument of talent management for some time and thus generate a competitive advantage.

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